Fast forward>>the changing role of
UK based INGOs…
Sarah Mistry, Director of Effectiveness and Learning, Bond
3 June 2015
bond.org.uk
Process…
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Early planning for a Futures initiative
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A provocation paper: ‘Tomorrow's World: How
might megatrends in development affect the
future roles of UK-based INGOs’
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A survey completed by 70 respondents with
analysis by INTRAC
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A half day workshop held in London with 60
representatives from across the international
development sector
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A final report: ‘Fast forward: the changing role
of UK-based INGOs’ setting out drivers for
change, implications for civil society and UK
INGOs in particular – and what needs to be
different over the next 10 years
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Frames a dialogue with DfID; informs Bond’s
Futures work, Bond’s Strategy, members’ planning
bond.org.uk
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Megatrends over next decade
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Climate change and planetary boundaries
Natural resource scarcity
Inequality / poverty
Geopolitical shifts
Demographic shifts
Urbanisation
Processes of technological transformation
and innovation
bond.org.uk
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Implications for civil society (1)
Needs are changing
- More disasters, conflict, emergencies >
humanitarian crises, fragile states, refugee
situations, instability, violence
- Environmental degradation > resource scarcity,
land disputes, loss of livelihoods, responsibility for
public goods
- Poverty > most marginalised, relocation of
poverty; inequality? Development –
livelihoods/demographics
- Rise of problems of newly affluent > heart disease,
traffic accidents, pollution
bond.org.uk
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Implications (2)
Solutions are changing
- Power shifts > SDGs, new coalitions, big business,
beyond aid: new advocacy approaches needed
- Rise of self-determination > BRICs, local actors taking
control, developing assets and capacities
- Citizen power > movements, grass roots, international
solidarity, individuals
- New actors/ groupings > businesses, new funders,
clicktivists, disintermediation, alliances
- Systems / complexity/ interconnections / digital
solutions plus learning & evidence
bond.org.uk
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Implications (3)
The operating environment is changing for CSOs
- Space for civil society shrinking in some places >
constraints on free speech/ lobbying, state controls (but
demands on civil society increasing elsewhere – delivery
of public services)
- Questions of legitimacy, trust, mandate > public
support? Hostile media?
- Funding for CSOs > new donors, new forms of funding,
market forces, new competitors
- Balancing immediate needs with emerging needs/ long
term
bond.org.uk
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Strategies for UK INGOs
(1)
1: Celebrate civil society diversity
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Nurture a pluralistic ecosystem with different strengths, expertise,
approaches
Build on historic strengths arising out of compassion, solidarity,
faith; track record of development/humanitarian delivery,
relationships
Clear value propositions: fewer generalists, more specialists; new
agile organisations
Value of the collective (collaborate not complete)
2: Support capacity development
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Supporting civil society in the global South to develop the local
skills, knowledge and capacities they need
Building civil society architecture nationally, regionally,
internationally
3: Enabling rather than service delivery
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Gradual withdrawal from service delivery roles as local actors take
these on over the next decade (timeframe?)
But more engaged role continues in fragile states; for systems
change; complex multi-actor interventions
bond.org.uk
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Strategies for UK INGOs (2)
4: Use global reach to act in crises
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Structures and networks for globally dispersed
development and humanitarian challenges
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Shared learning and expertise to help develop local
capacity for humanitarian preparedness and response
5: Rebuild connections with our constituencies
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Social media, the internet and direct calls to action
(disintermediation) changing way NGOs engage with
supporters / volunteers – active citizen engagement
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Better ‘case for development’ needed to convince taxpayers,
UK public
bond.org.uk
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Strategies for UK INGOs (3)
6: Influence UK policies and systems
• UK and its role in Europe
• Hold UK government to account – universality of
SDGs/ beyond aid issues + 0.7%
7: Create and manage effective partnerships
• Build alliances, relationships: sole trading not a
good strategy
• Build partnerships and consortia, based on good
understanding of costs/ benefits
bond.org.uk
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Strategies for UK INGOs (4)
8: Foster learning, honesty, transparency
• Honesty about failure, willingness to experiment and
readiness to learn fast through innovation
• Openness about results, financial flows
• Genuine engagement, feedback, downward
accountability > ‘power-sharing’, relinquishing power
9: Knowledge as an asset
• Sharing evidence and experience
• Going beyond ‘NGO world’ for learning, influence,
approaches to change
• Engaging with technology
10: Create leadership that is fit for the future
• Clear value proposition
• Understanding risk, long-term
• Workforce, skills, culture, governance
• Business models & organisational forms
bond.org.uk
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The changing role of donors
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Re DFID: ? Partnership that respects CSOs as
means and ends (ie values, integrity + agent of
change) - longer term
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Support for adaptive programming
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Using right funding modalities to support innovation,
organisational transformation, complexity,
partnerships, scale, diverse supplier base
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Bigger questions about 0.7% - definitions; balance
between humanitarian & development; transaction
costs / multilateral contributions.
For NGOs: Dependency/ sustainability/ business
models?
bond.org.uk
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So what does this mean for you?
www.bond.org.uk
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